building a personal brand (follow the good, avoid the bad, and prepare for the ugly)

Building a Personal Brand Building a Personal Brand (Follow the Good, Avoid the (Follow the Good, Avoid the

Bad, and Prepare for the Ugly)Bad, and Prepare for the Ugly)

Bill Peeper, CEO (retired), Bill Peeper, CEO (retired), Orlando, Orange County Orlando, Orange County

Convention and Visitors BureauConvention and Visitors Bureau

Building Your Personal Brand

• Learn from the good CVB executives, the bad, and prepare for the Ugly

• Know the external success factors - friends to grow and the foes to know

What We Did & Why & Why You What We Did & Why & Why You Should CareShould Care

DMAI Education Committee SupportDMAI Education Committee Support

Interviewed Twenty Two CVB ExecutivesInterviewed Twenty Two CVB Executives

Divided into “more” versus “less” successful Divided into “more” versus “less” successful

Six Small CVBs – less than $2 million budgetSix Small CVBs – less than $2 million budget

Six Medium CVBs – $2-10 million budgetsSix Medium CVBs – $2-10 million budgets

Six Large CVBs – more than $10 million Six Large CVBs – more than $10 million

Four Internationals – not categorizedFour Internationals – not categorized

Plus talked to: National Hotel Sales Executives Plus talked to: National Hotel Sales Executives

Meeting Planner ExecutivesMeeting Planner Executives

Managing Destination Marketing Managing Destination Marketing Organizations: The Tasks, Roles and Organizations: The Tasks, Roles and

Responsibilities of the Convention and Visitors Responsibilities of the Convention and Visitors Bureau ExecutiveBureau Executive

Chapter 1: Introduction and OverviewChapter 1: Introduction and OverviewChapter 2: Historical Foundations of the CVB Industry Chapter 2: Historical Foundations of the CVB Industry Chapter 3: Importance of Mission in Aligning EveryoneChapter 3: Importance of Mission in Aligning EveryoneChapter 4: Governance Chapter 4: Governance Chapter 5: Selling the Community Chapter 5: Selling the Community Chapter 6: Selling the Destination Chapter 6: Selling the Destination Chapter 7: Managing the CVB Operation Chapter 7: Managing the CVB Operation Chapter 8: Managing the Marketing of the Destination Chapter 8: Managing the Marketing of the Destination Chapter 9: Creating and Sustaining a Strong CVB Culture Chapter 9: Creating and Sustaining a Strong CVB Culture Chapter 10: Communicating CVB Value Chapter 10: Communicating CVB Value Chapter 11: Developing the CVB ExecutiveChapter 11: Developing the CVB ExecutiveChapter 12: Future Challenges for the CVB ExecutiveChapter 12: Future Challenges for the CVB Executive

Personal Branding(Wikipedia)

Personal branding is the process whereby people and their careers are marked as brands. It has been noted that while previous self-help management techniques were about self-improvement, the personal branding concept suggests instead that success comes from self-packaging. The term is thought to have been first used and discussed in an 1997 article by Tom Peters.

Why Having a Personal Brand is Important to You

• Because my Hartford guy said so

• Everything that you say, do, and write reflects on your personal brand and your CVB and vice versa – that is, a CVB executive that is branded as successful is known as part of a successful CVB

• Successful CVBs result from the effective practice of management

The CVB Executive’s Job

Imagine a job where you are hired and evaluated by one group of people and funded by another. The group evaluating you sees your work responsibilities as properly focused on short-run, industry-specific results because members of the group are themselves evaluated on those results. But the group funding you sees your work responsibilities as focused on long-term, community-wide results as members of this group are evaluated that way. To make this job more challenging, imagine that neither group understands the perspective of the other. The members of each group are preoccupied with pressing issues in their own jobs and tend to be ignorant of or indifferent to the other group needs, wants, and political realities.

The CVB Executive’s Job

Finally, just to make this job virtually impossible, imagine that the task for which you are hired and evaluated is to sell an intangible product that is subjectively measured and over which you have no control with respect to pricing, quality, or quantity. And even if you persuade a customer to buy the product, the organization that owns or controls it may not want to sell it to the customer on the terms the customer wants. In that situation you will have to sell the product owner on the customer after you have sold the customer on the product just to meet the goals for which you will be evaluated!

What We Plan to DO?

Any questions you’d like us to answer?

Lessons learned from comparing the Successful with the Less Successful CVB Executives (Good vs. Bad)

A visit to customers and hotel partners

A peek into the future

The GoodTop Ten Things We

Learned from Successful CVB Executives

1. Successful CVB Executives 1. Successful CVB Executives engage their boards in engage their boards in developing clear focused developing clear focused mission statements. (mission statements. (They know They know why CVBs were created and stick to their why CVBs were created and stick to their knitting.)knitting.)

The Good The Good

“If you ain’t booking the business, the rest of it is irrelevant because you aren’t going to be there anyway.”Small Market CVB Executive

The Good: A Successful The Good: A Successful Executive SpeaksExecutive Speaks

The GoodThe Good

2. Successful CVB Executives 2. Successful CVB Executives make sure that everything they make sure that everything they write, say, and do is aligned write, say, and do is aligned with the mission.with the mission.


“I think the mission statement is used to a great degree. It doesn't mean that we didn’t steer away from it sometimes to our advantage, but to a great degree the mission and the accomplishments went hand in hand, people were pushed by the mission, and I think that had a great deal to do with our success.”Large Market CVB Executive

The GoodThe Good

3. 3. Successful CVB Executives Successful CVB Executives don’t take trust and board don’t take trust and board support for granted.support for granted. (They keep their (They keep their boards engaged and demand formal boards engaged and demand formal measurable evaluations for both them and measurable evaluations for both them and

the CVB annually.)the CVB annually.)


“My contract requires an annual review. It also says if I am not given one it means I am doing a satisfactory job and I send a memo to the compensation committee to remind them of that. I also try to meet with each board member at least once a year to sit in their environment to hear their concerns, questions, or suggestions.”Large Market CVB Executive

The GoodThe Good

4. Successful CVB Executives 4. Successful CVB Executives are communication fanatics. are communication fanatics. They work hard to constantly communicate They work hard to constantly communicate their mission and activities to all their mission and activities to all

stakeholdersstakeholders (e.g., industry, members, (e.g., industry, members, employees, media, funders, community & employees, media, funders, community & especially board)).especially board)).


“I would say I spend 35% of the time out of my office with customers and 65% with stakeholders, hoteliers, board members, restaurateurs, people who are involved in the community that can help move us forward…We like to keep visibility locally at a peak level.”Small Market CVB Executive

The GoodThe Good

5. Successful CVB Executives 5. Successful CVB Executives spend time with those that can spend time with those that can influence allocation of critical influence allocation of critical resources resources (When they can’t be with (When they can’t be with the ones they love, they love the ones the ones they love, they love the ones they’re with).they’re with).


“Running a convention and visitor’s bureau is Running a convention and visitor’s bureau is every bit as complex as running any private every bit as complex as running any private sector entity. You have everybody grabbing sector entity. You have everybody grabbing at you and everybody thinks they own you, at you and everybody thinks they own you, your leaders, your members, your your leaders, your members, your customers, your funding sources. And you customers, your funding sources. And you know what? know what? You need to be able to make each of them feel as though they do. I really I really think there’s a mastery to that. You have to think there’s a mastery to that. You have to enjoy doing that.”enjoy doing that.”Large Market CVB Executive Large Market CVB Executive

6. Successful CVB Executives 6. Successful CVB Executives systematically identify key systematically identify key stakeholders and seek ways to stakeholders and seek ways to engage them in their mission engage them in their mission driven activities. driven activities.

The GoodThe Good


“ I try to spend a good deal of my time out of the office either seeing hoteliers face-to-face or attending meetings where I’m going to see them. Also, I want to be out in the community or talking to groups to get the word out about the importance of this industry. I really try to spend a good deal of time out of the office. That's the most productive time for me, because that’s where you’re swaying opinion or reinforcing the importance of this industry.”Small Market CVB Executive

The GoodThe Good

7. 7. Successful CVB Executives Successful CVB Executives gladly spend time and energy gladly spend time and energy building trust with all building trust with all stakeholders. stakeholders. (They are known for (They are known for candor, openness, transparency, and candor, openness, transparency, and specificity in their answers. They avoid specificity in their answers. They avoid secrets and surprises.)secrets and surprises.)


“…you need people to trust you, that you’re headed in the right direction. Trust that you’re open about where the money is spent. Trust that there is influence other than my personal preference on performance measures. People know that our performance measures get set by the board and get debated there and so forth….trust is maybe the greatest asset a bureau can have. Because, and I’ve heard this, they say even when we don’t think what you’re doing is the right thing, we still trust the bureau. But that’s not always there. It’s so easy to lose the trust.”Middle Market CVB Executive

The GoodThe Good

8. Successful CVB Executives 8. Successful CVB Executives seek out ways to measure seek out ways to measure everything that can show their everything that can show their CVB effectiveness to all CVB effectiveness to all stakeholders.stakeholders. ( (They can prove what they They can prove what they do and how well they do it so even the press do and how well they do it so even the press believes.)believes.)

The Good: A Successful Executive The Good: A Successful Executive SpeaksSpeaks

“We identified each of these things as to what we were going to be doing. We talked about how we were tracking our efforts to deliver more in the market place in a number of arenas…We had very specific “here’s our measures and here's where we are trying to move them” statements.”Large Market CVB Executive

The GoodThe Good

9. Successful CVB Executives 9. Successful CVB Executives set measurable goals for set measurable goals for everyone that works in their everyone that works in their CVBs and hold each team CVBs and hold each team member accountable for goal member accountable for goal achievement.achievement.

The Good: An Executive The Good: An Executive SpeaksSpeaks

“I guess setting goals is a logical thing. We’re a very performance driven bureau. We’ve got about 74 different key performance issues. That’s in part because of accountability. We have very high expectations. All measures are transparent. When we wanted to set up the incentive program, we became more focused on setting goals because you want them to motivate people to achieve them. There can be a stretch factor. We get some healthy debate on setting our goals, but we’re pretty focused on where we want to get to at the end of the year.”

International CVB Executive

The GoodThe Good

10. Successful executives have a 10. Successful executives have a passionate commitment to a passionate commitment to a destination vision that destination vision that inspires all inside and outside inspires all inside and outside the CVB. the CVB.

The Good: A Successful Executive The Good: A Successful Executive SpeaksSpeaks

“Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.”

Jack Welch, Former Chairman, General Electric

The Bad

The Top Ten Things that Less Successful Executives Did that Helped Make Them Less Successful.

1. They think they own the job.1. They think they own the job.

The Bad

The Bad: A Less Successful Executive Speaks

“I think that the lessons I learned is understanding the value of the position. You really don’t own the business. It’s not your business. There’s a tendency over time to forget about that and that’s a lesson that I’ll never again underestimate.”Middle Market CVB Executive

The Bad

2. They don’t listen to the board 2. They don’t listen to the board members that tell them they members that tell them they need to do something that they need to do something that they don’t want to do. don’t want to do. (After all, they (After all, they are the professionals and you shouldn't are the professionals and you shouldn't try this at home.)try this at home.)


“You really have to have the approach of being a rookie. When you’re a rookie, everything’s open. You do everything. When you become a veteran, you no longer have a rookie mentality. You don’t want to do things anymore. I think you always have to have a rookie viewpoint.” Middle Market CVB Executive

The Bad

3.3. They tend to stake out their They tend to stake out their own positions and defend them own positions and defend them instead of realizing their role is instead of realizing their role is to mediate conflicting to mediate conflicting stakeholder’s views.stakeholder’s views.


“ A big big issue out there today is people are really not listening. I would have liked to have listened better when the message is, “this isn’t working.” Your tendency is to defend it - that it is working because you have a lot of anecdotal evidence and you have a lot of third party evidence, you have a lot of quantitative evidence and think that you are right. It takes a real headiness and ability to not try to defend what you’ve done. If major leaders are saying it ain’t working, it’d be better for me to understand that point of view and investigate it for its virtue versus trying to defend what we have done.”Middle Market CVB Executive

The Bad

4. They think they are doing a 4. They think they are doing a good job by their own good job by their own standards – they forget to make standards – they forget to make sure that their board agrees sure that their board agrees with the metrics.with the metrics.


“I always looked at the business side of things – if I’m pulling in the numbers, if I’m bringing in the money, then why would anybody mess with me? I don’t have to kiss anybody’s ass on top of that – that should be sufficient. I would focus on that aspect of it and not be as open to some things they were asking and they were coming to me asking dumb stuff. They were stupid things and I kind of shrugged them off. Looking back, would that have been so bad to do? No. It wouldn’t have hurt to play a little more ball and to work a little bit overtime to let that Mayor know that I could be your guy too, in essence, which I didn’t.”Small Market CVB Executive

The Bad

5. They don’t believe in research 5. They don’t believe in research or numbers or goal settingor numbers or goal setting . .


“We’re so goofy. We can look at numbers and see whether hotel occupancy or whatever compare with some others. We are so different because we are so far from everybody – the next place is another country. We’ve got different kinds of markets. We don’t do many group tours because we’re so far away. Plus our average daily rate is so much higher than most places in this part of the country. I get very critical of statistics. It’s so hard to get apples vs. apples when we’re comparing us against somebody else.”

Middle Market CVB Executive

The Bad

6. They are too busy selling to 6. They are too busy selling to talk to other stakeholders.talk to other stakeholders.


“The stakeholders that got the most amount of my time were the ones that I described earlier – my customers and members. The ones that got the least amount of my time, or deserved the least amount of my time were all the governmental people. I’m not trying to lump all the government activity together. There were some, however, that was just wasteful and others that were positive and important. Clearly, that’s why collectively they probably got the least amount of my time. They were consistent – they only held meetings during the day, and we used to do our real work at night.”

Middle Market CVB Executive

The Bad

7. They are unwilling to accept much responsibility for their destination stakeholders not “getting it”.


“They (the politicals) don’t understand what we do and they don’t want to understand it. It’s hard talking economics to a bunch of housewife activists who got elected to the council. I don’t mean to be critical. That’s how they get elected to city council. They’re only concerned about the alleys, the garbage collection and the pot holes and stuff in their neighborhoods and that’s it. Working with them was very very difficult.” Middle Market CVB Executive

The Bad

8. They didn’t like to evaluate 8. They didn’t like to evaluate their own employees or take their own employees or take the time to do goal setting.the time to do goal setting.

The Bad: Two Less Successful Executives Speak“The thing I didn’t like the most is doing

evaluations of employees. That was a real chore.”

Small Market CVB Executive

“In a perfect world I would have gotten rid of personnel and the political end of it. I would have preferred to spend my time wooing customers.”

Large Market CVB Executive

9. They don't feel collaboration 9. They don't feel collaboration with other industry partners is with other industry partners is necessarynecessary

The Bad


“There was always too much territorial – there’s another word - where everybody wanted to protect their pot. There was too much parochialism of all of the CVBs.” Large Market CVB Executive

The Bad

10. They have the answers and 10. They have the answers and there is nothing left to learn.there is nothing left to learn.


“I had seven people reporting to me because there was nobody there who had ever had been in a major league city before. Other than the folks who had been there forever, none had even been in a convention bureau. They didn’t know the business and I had to teach them the business and at the same time do my own work.”

Large Market CVB Executive

Eight Roles of Management

We asked all our interviewees to give us a self-assessment of how they viewed the various roles of a CVB manager

How Interviewed CVB Executives Ranked the

Eight Management Roles of Quinn

Role Successful Less Successful

Broker 1 (6.2) 4 (5.87)

Producer 2 (5.9) 1 (6.3)

Director 2 (5.9) 2 (6.2)

Innovator 4 (5.6) 3 (5.9)

Mentor 5 (5.45) 5 (5.8)

Facilitator 6 (5.4) 8 (5.3)

Coordinator 7 (4.6) 6 (5.5)

Monitor 8 (4.2) 7 (5.34)

Quinn’s 8 Roles of a Manager• Director – shows leadership by creating and getting others to buy

into a vision about why the organization exists, setting goals to accomplish its vision, and organizing its resources to get all that needs to be done.

• Producer – shows he or she is personally productive, self motivated to perform, and committed to creating a work environment that is productive for self and employees.

• Broker – shows his or her social skills and ability to present and negotiate buy in with both employees and other parts of the organization to accomplish goals and implement ideas.

• Innovator - shows he or she can lead change. Here the manager envisions change and shows a focus on better ways of doing things to successfully adapt and respond to the dynamics of the external environment. In playing this role, the manager encourages employee creativity and innovation, accepts need for and successfully manages change and transitions.

Quinn’s 8 Roles of a Manager• Mentor – shows he or she is caring and sympathetic while being

helpful, considerate, sensitive, open, approachable, and fair to others. This manager communicates to employees that they are important resources that deserved to be understood, heard, valued, and developed.

• Facilitator – shows he or she understands the importance of teams and knows how to build the proper dynamics in a work group that facilities teams working well. Knows how to balance the task (what the team has to do) and group maintenance (how the groups will do it) roles.

• Monitor – oversees or supervises the people and the processes that help them perform effectively.

• Coordinator – decides how to plan and organize the work relationships of employees, work groups, or organizational units to make sure the work flows smoothly and that activities are carried out with minimal friction. It is getting the right people in the right place at the right time with the right resources to get the job done effectively.

…preparing for the Ugly!

Who are your industry partners ?



If you asked your industry partners what they think of CVBs what do you think they would say?



If you asked your industry partners what they think of CVBs, what would they would say?

If you asked them to tell you what your value added is to them, what would they say?



If you asked your industry partners what they think of CVBs, what would they say?


How do you validate what your value added is to them?

The Ugly: A Hotel Sales Executive The Ugly: A Hotel Sales Executive SpeaksSpeaks

““CVBs are not very helpful. If you listen to our GMs they will often express frustration about how the accountability of CVBs is not where it needs to be. They feel they can say that because they are paying very substantial that because they are paying very substantial dues. When you’re paying that kind of dues. When you’re paying that kind of money you want to know that it’s going to money you want to know that it’s going to something that helps you. You want a something that helps you. You want a return.”return.”

The Ugly: A Hotel Sales Executive The Ugly: A Hotel Sales Executive Speaks Speaks

“CVBs are only good for city wides. I think their primary role is to sell the city wide business into the convention center. Whether it’s the bureau or the convention center doesn’t make any difference. I’ve seen unbelievable duplication of sales efforts, and that is bad. I’ve seen the bureau and the convention center assign people to handle the big accounts. It seems that everyone wants to chase the big conventions. We hoteliers don’t need more big conventions; we need more conventions to fill up more dates. We need to have business while big shows are tearing down and setting up as those are death for hotels.”


““They do not have the technology to They do not have the technology to keep up with my needs.”keep up with my needs.”

The Ugly: A Hotel Sales The Ugly: A Hotel Sales Executive SpeaksExecutive Speaks

“We would prefer to refer to a destination’s marketing information rather than create it. One of the first questions I ask a CVB when I visit to see how the hotels are doing is, “Who’s handling your online marketing?” Too often the answer I get is ‘No one.’ Right now many of us in the hotel industry feel that we have to sell the destination as well as our hotels.”


““CVBs need to demonstrate their value- CVBs need to demonstrate their value- added to the industry they serve.”added to the industry they serve.”

The Ugly: A Hotel Executive The Ugly: A Hotel Executive SpeaksSpeaks

“CVBs need to find a better answer to their funding needs than what they are doing today. Losing the bed tax is a very real possibility. This is a tough time to be a bureau executive. The first one that truly reinvents himself will be very successful. If they keep on going the way they are now going, obsolescence is down the road. No one is going to pay the kind of money that is now being paid in dues just for PR. There must be a return that can be shown.”

More ugly stuff

Who are your customers?

More ugly stuff


If you asked your customers what they think of CVBs, what would they say?

More ugly stuff


If you asked your customers what they think of CVBs what would they say?


More ugly stuff


If you asked your customers what they think of CVBs, what would they say?



The Ugly: A National Meeting The Ugly: A National Meeting Planner SpeaksPlanner Speaks

““CVBs are inconsistent and I can’t count CVBs are inconsistent and I can’t count on them.”on them.”


“All meeting planners are doing more with less. If a bureau isn’t helping them, they won’t use them.”


“If I can get what I need from 3rd party intermediaries, then I don’t need a CVB.”

Still more ugly stuff

Who are your other stakeholders?



If you asked your other stakeholders what they think of CVBs, what would they say?

Beware. It could really get ugly

• If the hoteliers and meeting planners don’t see our value, how do we ever convince other stakeholders (funders) of our value?

• If we lose support, it gets uglier. • Remember: Your funders are looking for

money and guess where they are looking?• Others may offer competing models for at

least some of what you do

What Can We Do?

• What action steps do you take to respond to the comments of your members, customers, and community? How do we grow our friends and know our foes?

• National? State? Local?

Bill and Bob’s Ideas

• From our debate, (AND FOR YOUR DEBATE) we have several thoughts to share

Possible Optional Models for Possible Optional Models for FutureFuture

1. Outsource/RFP

2. Franchise * National Consolidation Approach – Private

* National Network Approach – Co-op

3. Leisure Traveler Only

4. Status Quo

Suggested Actions to Consider and Discuss

A collaborative approach to achieve integrated action

• At the international association level

• At the state and regional association level

• At the local CVB level

National Level

Action Steps - Hotels

• Organize an ongoing, two-way discussion with the national hotel sales community to include collaboration with state/regional associations and local CVBs.

National Level

Action Steps: Meeting planners• Survey customers – do we know what they really

want or think?• Develop among ALL CVBs an understanding of the

benefits from collaboration. • Implement industry-wide promotion of CVBs aimed

at meeting professionals. • Study impact of intermediaries and other threats to

current business model to create proactive strategies.

National Level

Action Steps – Travel & Tourism • Expand collaboration and efforts with TIA’s National

lobbying efforts to promote tourism funding • Promote DMAI Web Portal that includes all CVBs

(and/or coordinate with TIA and/or www.OfficialTravelGuide.com).

• Implement industry-wide promotion of CVBs aimed at tourism professionals.

• Create ROI tourism metric for CVBs• Initiate discussions with State Travel Directors to

explore collaborations

National Level

Action Steps - Other stakeholders• Strengthen communications with National

League of Cities/National Association of Counties/Council of Mayors

• Collaborate with TIA and others to promote community awareness of tourism/CVB value

• Explore liaison with National Economic Development Council

State/Regional Level

Action Steps:

• Promote collective action at both national and regional levels (e.g. invite hotels and other stakeholders to speak at annual meetings; be part of DMAI discussions initiative)

• Collect & Share data on state/regional customers that could be used for promotional efforts in collaboration with DMAI

Local CVB

Action steps: Hotel Stakeholders

• Participate in national DMAI hotel/CVB discussions – (DMAI webinars or ?)

• Initiate a two-way communication process to promote mutual understanding with local hoteliers. (Periodically survey hoteliers to ask what they want and need from you. You may find out less is more!)

Local CVB

Action Steps: Meeting Planners

• Commit to performance standards and enforce them internally: no bureau is better than the worst the customer deals with. We sink or swim together.

• Get DMAP Accreditation

Local CVB

Action Steps: Travel & Tourism

• Use national metrics

• Discuss state-wide tourism ROI models and build one acceptable to all

What’s the answer?

• Keep this discussion going

• Learn more about what others are considering to do that impacts us (E.G., DMAI’s Future Study).

• Encourage DMAI to expand its efforts to lead these collaborations at the national level

A Parting Thought

The status quo is not sustainable.

We will change or be changed!

Book info:

Managing Destination Marketing Organizations

By Robert Ford & William Peeper

www.managingdestinationmarketingorganizations.com

http://www.managingdestinationmarketingorganizations.com/

Let’s Take a Twenty Minute Break

Diagnostic questionnaire to Identify the Friends to Grow & Foes to Know

Mission Congruence

1. Degree to which the organization/group’s mission focuses on same goal as CVB’s mission.

2. Degree to which the organization/group has a role in advancing interests of the tourism industry.

3. Degree to which the organization/group has a role in advancing the economic development of the destination.

4. Degree to which the organization/group has a role in advancing the attractiveness of the destination.

5. Degree to which the organization/group has a role in promoting the destination brand.

Stakeholder Management Strategiesby Stakeholder Category

Category

Number

Resource

Influence

Mission

Congruence

CVB

Focus

1 High Supportive High

2 Low Supportive Low

3 High Neutral High

4 Low Neutral Low

5 High Competitive High

6 Low Competitive Low

Friends to Grow, Foes to Know

Ability to influence allocation of critical resources

6. Degree to which the organization/group has members that are well connected to, influential community leaders.

7. Degree to which the organization/group has access to CVB funders.

8. Degree to which the organization/group has broad based community support for its activities and programs.

9. Degree to which the organization/group has power and influence over funding for the funders.

10. Degree to which the group/organization can establish supporting linkages to already existing programs and activities of the funders.

Identifying Friends to Grow and Foes to Know

Ability to Influence Allocation of Critical Resources

Mission

supportive

Congruence

neutral conflicting direct / high Spend time and

energy to nurture these allies

Identify ways to move from neutral to supportive

Actively seek ways to co-op and align missions. Seek win-wins.

indirect / low Spend time and help when possible

Periodically monitor and track their activities and influence levels

Show courtesy and consideration, spend some time in finding ways to preempt any attacks

How’d you SWOT?

• Your scores or how you “SWOTed” yourself

• Comparing your management style scores

Scoring the Role Survey

• Director - add #’s 3, 4, 25, 31, 35/5 = ?• Producer – add #’s 13, 24, 29, 33/4 = ?• Coordinator -add #’s 11, 23, 26, 36/4 = ?• Monitor – add #’s 7, 8, 15, 22, 27/5 = ?• Mentor – add #’s 10, 16, 18, 19, 32/5 = ?• Facilitator – add #’s 9, 12, 14, 21, 30/5 = ?• Innovator – add #’s 1, 5, 17, 28/4 = ?• Broker – add #’s 2, 6, 20, 34/4 = ?

Friends to Grow and Foes to Know

Any examples of how you influenced friends, deflected foes, and changed neutrals to friends?

building a personal brand (follow the good, avoid the bad, and prepare for the ugly)

Documents

cvb industry chapter

cvb executivechapter

cvb value chapter

cvb operation chapter

cvb executivesdivided

good cvb executives

cvb executives jobfinally

cvb executives jobimagine